2. TRIGGER
Actual Organisational
performance (AOP)
< Expected
Organisational
performance (EOP)
Organisational Analysis
• Objectives
• Resources
• Environment Training Needs
Operational Analysis
Expected performance (EP)
Person Analysis
Actual performance (AP)
Non Training Needs
Identify Performance
discrepancy (PG)
PG = EP < AP
And causes of PG
INPUT PROCESS OUTPUT
3. • AOP – EOP = OPG (Decline in Sales)
• Task Analysis – Expected Performance (Expected performance of Sales Executives)
• Person Analysis – Actual Performance (Actual Performance of Sales Persons)
• Output – Training Needs or Non Training Needs or Both
• Training should be the last resort – not the first one
4. Sources of Investigating PG
• Organisational Goals and objectives
• Labour Inventory
• Organisational Climate Indicators
Labour Management Data, Strikes, Lockouts etc
Grievances
Turnover
Absenteeism
Attitude surveys
• Analysis of Efficiency
Labour costs
Product Quality
Wastes
• Changes in Systems and Processes
5. • Organisational Analysis
• Mission and Strategies
• Resources (Capital, Infrastructure)
• Human Resources
• Organizational Environment (Internal)
• Operational Analysis
• Job Analysis
• Competency Mapping
• Person Analysis
• Will identify those incumbents who are not meeting the performance requirements.
• Person Analysis will identify the reasons why they are not meeting the requirements.
